How then, should a company decide which broad path, or strategy, to commit itself Pankaj Ghemawat consolidates contemporary research in economics and . Abstract. Commitment: The Dynamic of Strategy, by Pankaj Ghemawat. Ghemawat’s Commitment makes recent results in game‐theoretic industrial organization. Commitment versus Flexibility? Show all authors. Pankaj Ghemawat. Pankaj Ghemawat · See all articles by this author. Search Google Scholar for this author.
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In other words, the strategic factor was originally conceived of as a will-o’-the-wisp. University of Queensland Library. These 16 locations in All: Nor does it ring true. It is sometimes asserted that such diversity isn’t a bad thing. Public Private login e.
Commitment: The Dynamic of Strategy – Pankaj Ghemawat – Google Books
Slack Threatens to Dissipate Scarcity Value. It may have also been lucky in that the region it focused on, the Sunbelt, grew relatively quickly in the s and early s. The University of Melbourne Library. Many statistical studies have uncovered positive associations between the market shares of businesses and their profitability.
In other words, market power allowed Wal-Mart to hang on to some of its cost commutment as a discounter instead of being forced ghemawaat pass all the savings on to its customers. Its logic applies to choices involving disinvestment as well as those involving investment — and tochoices that embody elements of both. Maxwell Macmillan Canada ; New York: There is a more satisfying explanation for the persistent asymmetry between Wal-Mart and Sears, ghemqwat it doesn’t come from the success factor approach.
My sense, however, is that while additional success factors such as configuration, location, market share and strategic intent could, be retrofitted to the Wal-Mart story, the exercise would be tedious, rather than necessary. Thus Wal-Mart’s superior profitability might entirely be attributed to the efficiency of its configuration.
Related resource Contributor biographical information at http: Ghemawat’s discussion of these important ideas is concise, studded with detailed examples, based on rigorous research and, above all, practical.
And how are competition and uncertainty to be accounted for in that decision? Once again, the problem runs deeper than may be apparent at first glance. To create a competitive advantage, a company must commit itself to developing a set of capabilities superior to its competitors; But such commitments tend to be costly and hard to reverse.
Lists What are lists? It derives, instead, from the dynamic mentioned in the next subsection and elaborated in the next chapter. This book assumes as much and focuses on improving the quality of such choices. Yet surely there was more to its success than the architecture of its system.
The implied theory of market share as the success factor has been widely diffused; large, well-funded corporations interlocked in both oligopolistic competition and membership in the Profit Impact of Market Strategy PIMS program seem particularly attuned to this message.
Commitment eBook by Pankaj Ghemawat | Official Publisher Page | Simon & Schuster
Language English View all editions Prev Next edition 2 of 2. Rather, the perception that seems to have developed is that while strategy is easy to formulate, it is awfully hard to implement.
Lack of Concreteness Even if the relevant success factor s can be identified, that does not quite solve the managerial problem of what to do about it. Free eBook offer available to NEW subscribers only. Maxwell Macmillan International, c More broadly, common sense suggests that managers do make important, apparently discretionary choices: Australian Institute of Management. And even when Wal-Mart faced competitors that carried much the same merchandise at comparable prices in look-alike stores e.
Physical Description xiii, p. The University of Queensland. Step by systematic step, Ghemawat provides managers with the tools and techniques they need to improve the quality of the choices that they make. La Trobe University Library. Be the first to add this to a list. Luck A second popular way of denying that strategic thinking can make a difference is to assert that luck is all, that ex ante uncertainty is the only reason for ex post differences in the performance of organizations.